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-Good Communicator
-Good Leader
-Able to Balance Stakeholder Expectations |
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| Triple Constraint being quality (scope), cost (resources) and schedule (time). |
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| What makes a project sucessful? |
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| On time, within budget and in perfectly working order |
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| Elite class of project managers. Always requested and always in high demand |
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Defines all of the work, and only the required work, to complete the project objectives.
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Undocumented, unapproved changes to the project scope.
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The management process for requesting reviewing, approving, carrying out and controlling changes to the project's deliverables |
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| A product, service, or result created by a project. |
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Application of knowledge, skills, tools, and techniques, to project activities to meet stakeholder needs.
the processes required to ensure that the project includes all the work
required, and only the work required, to complete the project successfully. |
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| “the process of obtaining the stakeholder’s formal acceptance of the project scope and associated deliverables” |
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| The process of identifing and documenting relationships among the project activities |
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| Logical relationship between and among tasks of the project's WBS |
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| formally identifies tasks which must be completed on time for the whole project to be completed on time. It also identifies which tasks can be delayed if resource needs to be reallocated to catch up on missed or overrunning tasks. T |
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| Identifiable point in a project that represents a reporting requirement or a completion of a large or important set of activities. |
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| extra time added into a time estimate to keep a project on track. |
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| "Anything that can go wrong, will go wrong". |
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Observation that "work expands to fill the time available for its completion.
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Critical Chain scheduling
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| Scheduling technique used to predict project duration by analyzing the sequence of activities that has the least amount of scheduling flexibility. |
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Intrinsic motivation reflects the desire to do something because it is enjoyable. If we are intrinsically motivated, the enjoyment we experience would be sufficient for us to want to perform the activity in the future.
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| Extrinsic motivation reflects the desire to do something because of external rewards such as awards, money, and praise. People who are extrinsically motivated may not enjoy certain activities. They may only wish to engage in certain activities because they wish to receive some external reward. |
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certain characteristics of a job are consistently related to job satisfaction, while different factors are associated with job dissatisfaction. Remedying the causes of dissatisfaction will not create satisfaction. Nor will adding the factors of job satisfaction eliminate job dissatisfaction. If you have a hostile work environment, giving someone a promotion will not make him or her satisfied.
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| Hygiene factors and Motivators |
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Factors for Satisfaction
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Factors for Dissatisfaction
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Achievement
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Company Policies
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Recognition
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Supervision
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The work itself
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Relationship with Supervisor and Peers
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Responsibility
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Work conditions
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Advancement
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Salary
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Growth
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Status
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Security
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| Also known as active listening, a method of listening that involves understanding both the content of a message as well as the intent of the sender and the circumstances under which the message is given. |
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these phases are all necessary and inevitable in order for the team to grow, to face up to challenges, to tackle problems, to find solutions, to plan work, and to deliver results.
Forming
Storming
Norming
Performing
Adjorning
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| Overallocation happens when assignments of more tasks than your resources can handle or reasonably complete within a standard eight hour workweek are assigned. |
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| A project is a unique endeavor with clear-cut objectives, a starting point, an ending point, and, usually, a budget. |
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| Project management is the art of balancing project objectives against the constraints of time, budget, and quality. |
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the time a project takes to earn back what it cost.
Payback period = $200,000 / $10,000 per month = 20 months
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| A work breakdown structure or WBS breaks up work into small tasks that you then put into sequence and assign resources to when you build your schedule. The lowest-level tasks are called work packages because they contain the work that people have to perform. |
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| just like the root word analogy implies, analogous estimates are based on a previous project(s) within the organization. |
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| Cost or Budget estimating derived by first estimating the cost of the project's elemental tasks at the lower levels of the WBS and then aggregating those estimates at successively higher levels of the WBS. |
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| An estimating technique that uses a statistical relationship between data and other variables to calculate an estimate. |
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| Schedule Estimating technique used when there is a high degree of uncertainty associated with a project task. |
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| start at the top of a WBS and complete each level of tasks before dropping to the next level. |
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| The number of person-hours (or equipment-hours) a task requires. For example, packing all your belongings may take you (that is, one person) 20 hours. |
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| How long a task lasts. Duration varies according to how many resources (people or equipment) you use, and when those resources are available. You may need 5 days for the 20-hour packing task, because you have other things to do and can't spend more than 4 hours each day on packing. If you convince four other friends to help, the duration decreases to half a day, but the five of you still devote 20 hours of work to boxing up gewgaws. |
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| Contingency funds and hours. |
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| Project contingency funds and hours are set aside to cover problems and risks that might crop up. You can dip into the pot if something goes wrong. |
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| A second level of public padding is management reserve. As its name implies, this safety margin isn't at the project manager's discretion. It's a pool of time and money that management can distribute if unexpected events occur |
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| dependencies are the most common by far. In this relationship, the predecessor task does come first. When it finishes, the successor task begins—for example, when you finish installing a program on your computer, you can start using the program to do your real work. |
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| dependencies come in handy when the start of one task triggers the start of another. For instance, as soon as you start driving to your vacation destination, your kids start asking, "Are we there yet?" |
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| dependencies are the mirror image of start-to-start relationships. The successor task continues only as long as the predecessor does. For instance, as long as your teenagers live at home, you pick up their clothes from the bathroom floor. |
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| dependencies are rare, which is for the best, since this relationship can be confusing. To better grasp the relationship, avoid the terms "predecessor" and "successor," and simply remember that the start of one task controls the finish of another. When an exam proctor rings the bell to indicate that time is up, the students have to close their test booklets, whether or not they've answered all the questions. |
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| is a high-level view of resource groups and how much responsibility each has for each part of the project. |
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| Responsibility Matrix Continued |
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Definition
Responisble
Accountable
Consulted
Inform |
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